An appraisal of the use of secondment within a large teaching hospital

Hamilton, Jack A.; Wilkie, Charles A.

doi:10.1046/j.0966-0429.2001.00257.x

Cited by 10 publications

(16 citation statements)

References 5 publications

(5 reference statements)

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“…Consistent with previous studies 3,9,12,14 , the reciprocal secondment benefited both organisations and increased the secondees' capacity in relevant skills that could facilitate KT. 13,[15][16][17] The ACT Health staff member increased her knowledge of current research, and developed skills in statistical analyses, and writing and publication of research.…”

Section: Barriers and Enablerssupporting

confidence: 77%

“…The seconding organisation also benefits from skills acquired during the secondment that can be applied to the secondee's substantive position and spread across the organisation to improve the skills of other staff. 9,12,14 Although secondments occur between government departments and academic institutions, there has been minimal research on how they may contribute to increasing KT. 12 The aim of this paper is to discuss how secondments could be used to instigate and maintain relationships between government departments and universities, and how they could be an effective tool for KT by building individual capacity.…”

Section: Introductionmentioning

confidence: 99%

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The use of secondments as a tool to increase knowledge translation

Anstey¹

2017

Public Health Research Pr

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This paper discusses the use of secondments as a tool to increase knowledge translation between academics and policy makers by developing individual capacity. A case study is presented of a reciprocal secondment between a government department and a university. Enablers of knowledge translation included flexibility and support, a prior relationship between the two organisations, and a government culture that values use of research in policy making. Barriers included the lack of a planned approach with agreed outcomes, and a lack of evaluation at the end of the secondment. Recommendations for future secondments include establishing ongoing secondments between organisations; trialling different types of secondments; and having a detailed plan at the beginning of a secondment, including how the success of the secondment will be measured, and a formal evaluation at the end.

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Section: Barriers and Enablerssupporting

confidence: 77%

Section: Introductionmentioning

confidence: 99%

The use of secondments as a tool to increase knowledge translation

Anstey¹

2017

Public Health Research Pr

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“…One of the key findings of I-TECH Botswana’s program was the importance of tripartite collaboration (donor, seconding organization, and host institution) and documentation of respective organizational roles and responsibilities through MOAs, which has been reported by others in the literature 15,21. Through the implementation of this secondment program in Botswana, as well as through work reported by others, there are multiple factors facilitating health worker retention and sustainability of secondment, including provision of clearly defined job descriptions,19 a vision beyond the period of secondment,44 systematic documentation of national host institution plans to absorb seconded positions, and early identification of counterparts for skills-transfer.…”

Section: Discussionmentioning

confidence: 84%

“…The importance of clarifying of roles and responsibilities has also been noted in relation to multiple different systems, such as health information systems42 and healthcare delivery systems,43 as well as in the use of secondment programs to strengthen human resources for health systems 21. Furthermore, strengthening stakeholder collaboration and ensuring sustainability of the intervention were also found to be important.…”

Section: Discussionmentioning

confidence: 97%

Maximizing the benefit of health workforce secondment in Botswana: an approach for strengthening health systems in resource-limited settings

Grignon

Ledikwe

Makati³

et al. 2014

RMHP

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To address health systems challenges in limited-resource settings, global health initiatives, particularly the President’s Emergency Plan for AIDS Relief, have seconded health workers to the public sector. Implementation considerations for secondment as a health workforce development strategy are not well documented. The purpose of this article is to present outcomes, best practices, and lessons learned from a President’s Emergency Plan for AIDS Relief-funded secondment program in Botswana. Outcomes are documented across four World Health Organization health systems’ building blocks. Best practices include documentation of joint stakeholder expectations, collaborative recruitment, and early identification of counterparts. Lessons learned include inadequate ownership, a two-tier employment system, and ill-defined position duration. These findings can inform program and policy development to maximize the benefit of health workforce secondment. Secondment requires substantial investment, and emphasis should be placed on high-level technical positions responsible for building systems, developing health workers, and strengthening government to translate policy into programs.

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“…This paper presents the evaluation of an initiative undertaken by NIHR CLAHRC for South Yorkshire to increase KT capacity among clinical and academic nurses from partner organizations through a secondment model. Secondments involve an employee changing job role within the same organization or transferring to another organization for an agreed period of time on a full‐time or part‐time basis (Hamilton & Wilkie, ). In the case of CLAHRC, clinical nurses and nurse lecturers were seconded from their employing hospital or university to work on KT initiatives.…”

Section: Introductionmentioning

confidence: 99%

Capacity Development for Knowledge Translation: Evaluation of an Experiential Approach through Secondment Opportunities

Gerrish

Piercy

2014

Worldviews Ev Based Nurs

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This document is the author deposited version. You are advised to consult the publisher's version if you wish to cite from it. Published versionGERRISH, Kate and PIERCY, Hilary (2014). Capacity development for knowledge translation : evaluation of an experiential approach through secondment opportunities. Worldviews on Evidence-Based Nursing, 11 (3), 209-216. Copyright and re-use policySee http://shura.shu.ac.uk/information.html Sheffield Hallam University Research Archivehttp://shura.shu.ac.uk 1 CAPACITY DEVELOPMENT FOR KNOWLEDGE TRANSLATION: EVALUATION OF AN EXPERIENTIAL APPROACH THROUGH SECONDMENT OPPORTUNITIES ABSRACT BackgroundExperiential approaches to skills development using a secondment model have been shown to be beneficial to healthcare organisations more generally, but little is known about the potential of this approach to develop capacity for knowledge translation (KT). AimTo evaluate the success of KT capacity development secondments from the perspective of multiple stakeholders. MethodsA pluralistic evaluation design was used. Data were collected during 2011-12 using focus group and individual interviews with 14 clinical and academic secondees, and five managers from host and seconding organisations to gain insight into parti ipa ts per eptio s of the su ess of se o d e ts and the criteria by which they judged success. Six After Action Reviews were subsequently undertaken with KT proje t tea s to e plore parti ipa ts per eptio s of the o tri utio se o dees made to KT projects. Semi-structured interviews were undertaken with three healthcare managers on completion of projects to explore the impact of secondments on the organisation, staff and patients. Qualitative content analysis was used to identify criteria for success. The criteria provided a framework through which the overall success of secondments could be judged. ResultsSix criteria for judging the success of KT capacity development secondments at individual, team and organisation level were identified: KT skills development, effective workload management, team 2 working, enabling KT objectives to be achieved, enhanced care delivery, enhanced education delivery. Benefits to the individual, the KT team, seconding and host organisations were identified. Implications for practiceHosting teams need to provide mentorship support to secondees, and be flexible to accommodate the needs of secondees as team members. On-going support from managers in seconding organisations is needed to maximise the benefits to the individual secondee and to the organisation. ConclusionsExperiential approaches to KT capacity development using secondments can benefit individual secondees, project teams, seconding and host organisations. secondments have the potential to benefit all parties involved. Secondees benefit from developing expertise in a specific area. The seconding organisation can benefit in that secondees acquire transferable skills that they can apply once they return to their substantive post. These skills can then be communicated across teams/departme...

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An appraisal of the use of secondment within a large teaching hospital

Cited by 10 publications

References 5 publications

The use of secondments as a tool to increase knowledge translation

The use of secondments as a tool to increase knowledge translation

Maximizing the benefit of health workforce secondment in Botswana: an approach for strengthening health systems in resource-limited settings

Capacity Development for Knowledge Translation: Evaluation of an Experiential Approach through Secondment Opportunities

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